来源：金融八卦女频道 作者：身披铠甲的方方 在很多人印象里，银行一直是"安稳"的代表：朝九晚五、五险一金（有些银行甚至六险两金）、福利完 善，就算是基层柜员，也能安稳干到退休。可现在的情况已经完全不同，每天都被业绩指标追着跑，压 力一点也不比外界想象的轻松。 · · · 最近，八妹的银行朋友说：某股份制银行的区分行营业部，也开始推行"阶梯式末位淘汰制"了。规则很 简单： 网点主管月度考核连续两次在全辖排名末三，就会被降为理财经理； 理财经理连续两次末三，则降为普通柜员； 而柜员连续两次末三，就会被调到"综合服务投递员"，日常工作变成上门送单据、协助老年 客户激活手机银行、整理网点档案，薪资直接缩水三分之一，绩效奖金也没了。 ▲来源：公开网络 另外，八妹的朋友透露，一位做了八年的老主管，因为上个月存款任务差了五百万，被调回理财经理岗 的同时，手里的客户资源还被重新分配给其他同事。曾经的"银行白领"身份，瞬间成了跟他不敢随便提 的话题。 听起来，这和互联网公司里激进的绩效淘汰有几分相似。但当"银行"这个自带"稳定"、"铁饭碗"标签的 行业，开始把绩效和排名挂钩时，确实让人感到有点出乎意料。而且，这并非个别银行的奇 ...

Core Viewpoint - Meta is facing significant internal turmoil despite its external success, highlighted by a resignation letter from a former researcher that criticizes the company's toxic culture and internal conflicts [2][12][25]. Group 1: Internal Culture and Conflicts - The resignation letter from former Meta researcher Tijmen Blankevoort reveals a culture of internal strife, where collaboration is lacking and employees are primarily motivated by fear of job loss rather than a shared mission [2][13][15]. - Blankevoort notes that the generative AI department, responsible for developing the Llama model, lacks individuals who genuinely believe in the company's mission, with many employees feeling disillusioned [3][4][20]. - The "bottom-tier elimination" policy has created a culture of fear, leading to unhealthy competition among employees, which Blankevoort describes as a cancer within the organization [12][15][16]. Group 2: Departmental Disconnection - Blankevoort highlights a significant issue of disconnection between departments, particularly between the generative AI team and the hardware team responsible for products like the Ray-Ban glasses, resulting in missed opportunities for collaboration [17][18][20]. - The lack of a clear vision and the ongoing internal conflicts hinder Meta's ability to innovate effectively, contrasting with competitors like OpenAI and Anthropic, which have clear focuses and collaborative efforts [17][19]. Group 3: Leadership Response and Future Outlook - Following the publication of the resignation letter, Meta's leadership has expressed a desire to improve the company's culture and operations, indicating a recognition of the issues raised [26][27]. - The influx of new talent, including high-profile hires, is seen as a potential catalyst for positive change within the organization, although skepticism remains regarding the effectiveness of these changes [27][30]. - The ongoing internal challenges may lead to further resignations and discontent among employees, suggesting that the issues within Meta are far from resolved [31].

2 0 2 5已然接近过半，下行周期中，许多GP的人员正在经历一场" 大换血 "。 "今年， 我们裁掉了一半的年轻投资人、三分之一的传统商科背景投资人，新招了产业背景或 者是硬科技企业背景出身的员工 。原因无他，控制成本，效用最大化：现在已经没有更多精力 和成本去培养和等待年轻投资人成长了，谨慎放缓出手的大环境下本身成长速度就相对慢，这 是节流；至于把传统商科背景投资人换成产业背景的，则是出于业务上的考虑，一方面能找一 些看得懂硬科技的，另一方面，也是因为招引项目、关注并购机会等都需要产业资源和经验， 这是开源。 "华东地区某投资机构合伙人告诉母基金研究中心。 多位投资人告诉母基金研究中心，其所在机构均有类似的计划 。 9 5后投资人小李表示："对年 轻投资人来说，现在这个时期可能是'地狱模式'，我们刚入行就赶上寒冬，出不了手也没积累 起来实战经验和业绩，资源也不丰富，我司有几位和我同龄的员工已经被裁了。我现在也只能 做一些执行的工作，还没被裁掉是因为工资成本低，而且机构还是需要留下几个干基层工作的 人的。在裁员时公司优先保留的还是比较有核心资源的员工。" 除了员工背景的转变， GP内部的部门人员设置也在改变 ...